... 25, An Evolutionary Perspective on Change and Stability in Personality, Culture and Organizat... more ... 25, An Evolutionary Perspective on Change and Stability in Personality, Culture and OrganizationNigel Nicholson, 381. ... In his popularized account of the current mapping of the human genome,Ridley (1999) tells of the marvels of the gene D4DR, which lies on the short arm of ...
... we also want to thank The Israel Academy of Sciences and Humanities, The S. Neaman Institute ... more ... we also want to thank The Israel Academy of Sciences and Humanities, The S. Neaman Institute ... display some of the new insights gained by recent use of new cross-level tools. ... The mass media (eg, Tolson, 2000) and best-selling trade books (eg, Loehr, 1998) have popularized ...
The purpose of the research was to identify gaps in non-financial factors between two partners in... more The purpose of the research was to identify gaps in non-financial factors between two partners in international mergers and acquisitions (IM&As) using case study methodology. Three Israeli companies that had been acquired, or invested in, by a large American-based global company participated in the study. Specifically, we interviewed 31 managers at different managerial levels from the acquired and acquiring organizations. The content analysis of the interviews, together with company documents, served as a basis for three written case studies, generation of the results, and the model for this study. Seven key success factors (KSFs) were identified in the gap analysis, portraying the differences between the acquired and acquiring companies, and hence, causing potential conflicts in business environment, deal motives, deal strategy, processing of the deal, leadership, organizational culture, and national culture. Actions taken by the companies, as part of the integration process, to close the gap with respect to these seven factors were found to be crucial for the success of the deal. Most mergers do not achieve their objectives and the stock-market performance of merged companies has been much poorer than the market average. A study by Deloitte, Touche Worldwide of 540 companies, mainly American, with sales revenues totaling $500 billion, revealed that only about a third of the CEOs of acquiring companies were satisfied with the results. Cited in Haaretz (2002), the subjective probability that a merger will be successful was only 9 percent. A study by Bridgewater Associates reveals "... the 20 companies with the greatest merger-and-acquisition activity over the past four years, a group that includes Cisco Systems, AT&T, and General Electric, are now being punished by Wall Street. Through February 4, 2002, their stocks were down, on average 15 percent, since the beginning of 2002 compared with a decline of 5 percent for the companies in the Standard & Poor's 500stock index. Of the most acquisitive companies, those who took on the heaviest debt loads to support their acquisitions were down more than 20 percent through February 4" (Business Week 2002). For example, America On Line (AOL) rose to #271 (by sales revenue) on the Fortune 500 list for 2000, with sales of $6.886 billion (up 44 percent from 1999) and net profits of $1.232 billion. With the largest number of subscribers, AOL positioned 2 itself strongly to dominate the ISP market, not only in the United States but also internationally, where its growth has been even stronger. After AOL's merger with Time-Warner in 2001, AOL-Time Warner posted the largest corporate loss ($54 billion) in history due to write-downs of merger-related assets. The merged firm continues to struggle. On the opposite pole is Cisco Systems based in San Jose, California, specializing in networking hardware and software. Cisco and its CEO John Chambers are studied intensively by scholars and managers alike, because of their remarkable M&A growth strategy. Cisco has of late fallen on hard times, largely because the telecom and networking market has collapsed during the current U.S. and world recession. However, its growth and profitability record during the 1990s were universally admired.
What is the best strategy to form an entrepreneurial team? While considerable research has examin... more What is the best strategy to form an entrepreneurial team? While considerable research has examined the effect of entrepreneurial team composition and processes on entrepreneurial outcomes, we know...
In celebration of the anniversary of the Journal of Applied Psychology (JAP), we take a hundred-y... more In celebration of the anniversary of the Journal of Applied Psychology (JAP), we take a hundred-year journey to examine how the science of cross-cultural industrial/organizational psychology and organizational behavior (CCIO/OB) has evolved, both in JAP and in the larger field. We review broad trends and provide illustrative examples in the theoretical, methodological, and analytic advances in CCIO/OB during 4 main periods: the early years (1917-1949), the middle 20th century (1950-1979), the later 20th century (1980-2000), and the 21st century (2000 to the present). Within each period, we discuss key historical and societal events that influenced the development of the science of CCIO/OB, major trends in research on CCIO/OB in the field in general and JAP in particular, and important milestones and breakthroughs achieved. We highlight pitfalls in research on CCIO/OB and opportunities for growth. We conclude with recommendations for the next 100 years of CC IO/OB research in JAP and...
L'ttude est centrtc sur le probleme du faible pourcentage de femmes occupant des professions masc... more L'ttude est centrtc sur le probleme du faible pourcentage de femmes occupant des professions masculines et se propose en deux temps (1) d'identifier les variables discriminant les etudiantes "creatives" dans les sections techniques a dominante masculine des grandes koles professionnelles, des etudiantes "traditionnelles"; (2) de rechercher la contribution additionnelle de l'infomation et des facteurs socio-environnementaux a la differenciation entre crkatifs et noncrktifs, sous I'angle des aptitudes et de la personnalitk. Lcs sujets etaient au nombre de 650, etudiants et etudiantes de "grandes kcoles" professionnelles prkparant des carrieres innovatrices ou traditionnelles. Les donntcs furent recueillies avec des questionnaires individuels, au cours de sessions de deux heures. Les risultats montrtrent que les etudiantes crktivcs ont des scores d'aptitudes semblables a ceux des etudiants, dans les mimes sections techniques. L'analyse des variables multiples indiqua que les stkreotypes des rbles sexuels, les facteurs socio-environnementaux et l'information sur Ies debouches professionnels possibles contribuent significativement a la distinction cntre itudiantes crCatives et etudiantes traditionnelles, cornme d'ailleurs et en outre la soliditi dc leurs aptitudes et de leur personnalitt. I1 est recommande d'encourager le choix professionnel innovateur des femmes par des interventions continues sur le changement et par une large information sur les debouches.
... 25, An Evolutionary Perspective on Change and Stability in Personality, Culture and Organizat... more ... 25, An Evolutionary Perspective on Change and Stability in Personality, Culture and OrganizationNigel Nicholson, 381. ... In his popularized account of the current mapping of the human genome,Ridley (1999) tells of the marvels of the gene D4DR, which lies on the short arm of ...
... we also want to thank The Israel Academy of Sciences and Humanities, The S. Neaman Institute ... more ... we also want to thank The Israel Academy of Sciences and Humanities, The S. Neaman Institute ... display some of the new insights gained by recent use of new cross-level tools. ... The mass media (eg, Tolson, 2000) and best-selling trade books (eg, Loehr, 1998) have popularized ...
The purpose of the research was to identify gaps in non-financial factors between two partners in... more The purpose of the research was to identify gaps in non-financial factors between two partners in international mergers and acquisitions (IM&As) using case study methodology. Three Israeli companies that had been acquired, or invested in, by a large American-based global company participated in the study. Specifically, we interviewed 31 managers at different managerial levels from the acquired and acquiring organizations. The content analysis of the interviews, together with company documents, served as a basis for three written case studies, generation of the results, and the model for this study. Seven key success factors (KSFs) were identified in the gap analysis, portraying the differences between the acquired and acquiring companies, and hence, causing potential conflicts in business environment, deal motives, deal strategy, processing of the deal, leadership, organizational culture, and national culture. Actions taken by the companies, as part of the integration process, to close the gap with respect to these seven factors were found to be crucial for the success of the deal. Most mergers do not achieve their objectives and the stock-market performance of merged companies has been much poorer than the market average. A study by Deloitte, Touche Worldwide of 540 companies, mainly American, with sales revenues totaling $500 billion, revealed that only about a third of the CEOs of acquiring companies were satisfied with the results. Cited in Haaretz (2002), the subjective probability that a merger will be successful was only 9 percent. A study by Bridgewater Associates reveals "... the 20 companies with the greatest merger-and-acquisition activity over the past four years, a group that includes Cisco Systems, AT&T, and General Electric, are now being punished by Wall Street. Through February 4, 2002, their stocks were down, on average 15 percent, since the beginning of 2002 compared with a decline of 5 percent for the companies in the Standard & Poor's 500stock index. Of the most acquisitive companies, those who took on the heaviest debt loads to support their acquisitions were down more than 20 percent through February 4" (Business Week 2002). For example, America On Line (AOL) rose to #271 (by sales revenue) on the Fortune 500 list for 2000, with sales of $6.886 billion (up 44 percent from 1999) and net profits of $1.232 billion. With the largest number of subscribers, AOL positioned 2 itself strongly to dominate the ISP market, not only in the United States but also internationally, where its growth has been even stronger. After AOL's merger with Time-Warner in 2001, AOL-Time Warner posted the largest corporate loss ($54 billion) in history due to write-downs of merger-related assets. The merged firm continues to struggle. On the opposite pole is Cisco Systems based in San Jose, California, specializing in networking hardware and software. Cisco and its CEO John Chambers are studied intensively by scholars and managers alike, because of their remarkable M&A growth strategy. Cisco has of late fallen on hard times, largely because the telecom and networking market has collapsed during the current U.S. and world recession. However, its growth and profitability record during the 1990s were universally admired.
What is the best strategy to form an entrepreneurial team? While considerable research has examin... more What is the best strategy to form an entrepreneurial team? While considerable research has examined the effect of entrepreneurial team composition and processes on entrepreneurial outcomes, we know...
In celebration of the anniversary of the Journal of Applied Psychology (JAP), we take a hundred-y... more In celebration of the anniversary of the Journal of Applied Psychology (JAP), we take a hundred-year journey to examine how the science of cross-cultural industrial/organizational psychology and organizational behavior (CCIO/OB) has evolved, both in JAP and in the larger field. We review broad trends and provide illustrative examples in the theoretical, methodological, and analytic advances in CCIO/OB during 4 main periods: the early years (1917-1949), the middle 20th century (1950-1979), the later 20th century (1980-2000), and the 21st century (2000 to the present). Within each period, we discuss key historical and societal events that influenced the development of the science of CCIO/OB, major trends in research on CCIO/OB in the field in general and JAP in particular, and important milestones and breakthroughs achieved. We highlight pitfalls in research on CCIO/OB and opportunities for growth. We conclude with recommendations for the next 100 years of CC IO/OB research in JAP and...
L'ttude est centrtc sur le probleme du faible pourcentage de femmes occupant des professions masc... more L'ttude est centrtc sur le probleme du faible pourcentage de femmes occupant des professions masculines et se propose en deux temps (1) d'identifier les variables discriminant les etudiantes "creatives" dans les sections techniques a dominante masculine des grandes koles professionnelles, des etudiantes "traditionnelles"; (2) de rechercher la contribution additionnelle de l'infomation et des facteurs socio-environnementaux a la differenciation entre crkatifs et noncrktifs, sous I'angle des aptitudes et de la personnalitk. Lcs sujets etaient au nombre de 650, etudiants et etudiantes de "grandes kcoles" professionnelles prkparant des carrieres innovatrices ou traditionnelles. Les donntcs furent recueillies avec des questionnaires individuels, au cours de sessions de deux heures. Les risultats montrtrent que les etudiantes crktivcs ont des scores d'aptitudes semblables a ceux des etudiants, dans les mimes sections techniques. L'analyse des variables multiples indiqua que les stkreotypes des rbles sexuels, les facteurs socio-environnementaux et l'information sur Ies debouches professionnels possibles contribuent significativement a la distinction cntre itudiantes crCatives et etudiantes traditionnelles, cornme d'ailleurs et en outre la soliditi dc leurs aptitudes et de leur personnalitt. I1 est recommande d'encourager le choix professionnel innovateur des femmes par des interventions continues sur le changement et par une large information sur les debouches.
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